Component Deep-Dive
Projects with explicit out-of-scope items have 35 to 45% fewer scope disputes. The out-of-scope column is more important than the in-scope column because it sets the boundary where the project stops.
Updated 11 April 2026
52%
of projects experience significant scope creep (PMI 2024 Pulse of the Profession)
35-45%
fewer scope disputes when charters include explicit out-of-scope items with reasons
A scope description says what the project includes. A scope boundary says where the project stops. The boundary is what prevents the conversation that starts with "While you are at it, can you also..." and ends with a 40% budget overrun.
Weak
In scope: Website redesign
Strong
In scope: Redesign homepage, pricing, and signup. Out of scope: Do not redesign blog, docs, or help centre.
Weak
Mobile app (out of scope)
Strong
Do not build a native iOS or Android application
Weak
Do not include email marketing
Strong
Do not create email nurture sequences because the demand gen team owns email with a separate budget and roadmap
| In Scope | Out of Scope | Reason |
|---|---|---|
| Redesign homepage, pricing page, and signup flow | Do not redesign blog, documentation, or help centre | Blog redesign is a separate content strategy initiative (Q3) |
| Build responsive web application for desktop and tablet | Do not build native iOS or Android applications | 94% of enterprise users access from desktop browsers |
| Integrate with existing Stripe billing API | Do not migrate payment processor or change billing logic | Billing migration is a Finance-led project with separate budget |
| Deploy to production with blue-green deployment | Do not modify CI/CD pipeline or infrastructure | DevOps team manages infrastructure changes separately |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Create 12 landing pages for Q2 campaign verticals | Do not create email nurture sequences for leads | Email marketing is owned by the demand gen team |
| Produce 3 video testimonials with existing customers | Do not produce brand awareness or product demo videos | Brand team has separate video production budget |
| Set up conversion tracking for all 12 landing pages | Do not modify the marketing attribution model | Attribution model change requires executive approval and BI team |
| A/B test headline and CTA variants on top 3 pages | Do not test pricing or offer structure changes | Pricing changes require Product and Finance approval |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Replace HVAC system on all 3 floors including ductwork | Do not renovate plumbing, elevators, or structural elements | Plumbing and structural are assessed as code-compliant |
| Upgrade electrical panels to current NEC code | Do not install solar panels or renewable energy systems | Solar installation is a separate capital project pending ROI approval |
| Install building automation system for HVAC and lighting | Do not integrate BAS with tenant-specific systems | Tenant systems are tenant responsibility per lease terms |
| Obtain all required permits (mechanical, electrical, fire) | Do not apply for zoning variances or use changes | Building use classification is not changing |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Implement barcode verification on Med-Surg unit (48 beds) | Do not extend to ICU, ED, or outpatient units | Other units have different workflows requiring separate pilots |
| Redesign medication administration workflow for nursing staff | Do not change pharmacy dispensing or physician ordering processes | Pharmacy and ordering are separate CPOE improvement projects |
| Train all 62 nursing staff on new barcode workflow | Do not include travel nurses or per-diem staff training | Agency staff require separate onboarding process with staffing vendor |
| Monitor medication error rates for 90 days post-implementation | Do not conduct root cause analysis on pre-implementation errors | Historical RCA is a Quality department ongoing function |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Automate invoice capture for PDF and email invoices | Do not automate purchase order matching | PO matching requires procurement process redesign (Phase 2) |
| Integrate with SAP AP module for automated posting | Do not modify SAP configuration or master data | SAP changes require change advisory board approval |
| Build exception handling workflow for failed validations | Do not automate vendor onboarding or payment approvals | Vendor management is a Procurement-owned process |
| Train AP team on new system and exception process | Do not retrain on existing SAP functions | SAP training is part of ongoing IT training programme |
| In Scope | Out of Scope | Reason |
|---|---|---|
| Deploy survey platform with department-level analytics | Do not conduct pulse surveys (annual survey only) | Pulse survey cadence is a separate HR strategy decision |
| Design 25-question validated engagement instrument | Do not redesign exit interview process | Exit interviews are a separate HR retention initiative |
| Build dashboards for HR and department managers | Do not integrate with HRIS for automated distribution | HRIS integration requires IT security review (4+ week lead time) |
| Include all full-time and part-time employees | Do not survey contractors, vendors, or temporary staff | Contractor engagement is managed through vendor contracts |
When someone asks "Can we also add X?" the answer is always the same process:
Document what is being requested, who requested it, and why.
Time impact (days/weeks), budget impact (dollars), risk impact (new risks introduced), and resource impact (who needs to do the work).
Option A: add to scope with timeline and budget adjustment. Option B: add to Phase 2. Option C: reject with documented reason.
Use the decision authority table from the charter. If the change is under the PM's authority threshold, the PM approves. If over, escalate to sponsor.
| Document | Purpose | Detail Level | When Created |
|---|---|---|---|
| Scope Statement | Narrative description of what the project includes | High-level (1 to 2 paragraphs) | Charter phase |
| Scope Boundary Table | In/out boundaries with reasons for exclusions | Medium (4 to 8 items per column) | Charter phase |
| Work Breakdown Structure | Task-level decomposition of all deliverables | Detailed (50 to 200+ work packages) | Planning phase |